Hit Refresh
Microsoft CEO, Satya Nadella resolves to write Hit Refresh to have and share the blueprint of what he has in mind as regards changing the “know-it-all” culture of Microsoft to ‘learn it all.’ The new culture revolves around listening, learning more and talking less. Hit refresh is a terrific study in changing the culture. It reveals Nadella’s perspective about leadership. Three years ago, Nadella succeeded Bill Gates and Steve Ballmer. He found out that the period of stalled growth has resulted in causing a once-dominant software company to be “sick” and its employees “disheartened.” The once PC-centric now lagged behind others. Nadella throw opens the story of his personal life and his work as a change-making leader, and he explains the need for machine intelligence.
Nadella happens to be a modest, likable individual that evolve from an accomplished family; his parent nurtured him and taught him the importance of balance and value of intellect. He arrived in the United States just before the 1900s tech boom, earned his computer science degree from the University of Wisconsin, Milwaukee and Master’s degree at the University of Chicago. In 1992, he joined Microsoft. He writes with openness about his challenges as CEO; “hierarchy and pecking order” reigned at the fiefdom-ridden company, stifling spontaneity and creativity. His feedback has been listening with affinity to the employee concerns, to help build and create a new culture that strengthens the staffs to act on their passion and make a substantial difference in a mobile-first cloud- first world where billions of people will be connected to the internet of things. In order to achieve this new culture, the company must adopt growth mindset by being customer obsessed, diverse and inclusive and act as one Microsoft.
Another terrific chapter of this book is about “friends or frienemies.” Nadella forges a surprising new partnership with his fiercest rivals. He left the audience spellbound when he removes an iPhone from his pocket. The phone has Microsoft software and applications on it. He perceived that being able to collaborate and compete with the giants in the marketplace means walking the tightrope. He was able to work successfully with old rivals. In this book, he acknowledges the strength of his competitors and the need to find a smart way to partner with companies that have a strong market position with their service and device.
Also in this book, the author speaks with integrity about his biggest fumble at Grace Hopper when he addresses the audience at the celebration of women in computing. He told them that they should not ask for raises but instead trust that hard work and long-term efficiency of the system would reward them.
What makes Hit Refresh extremely fascinating is Nadella’s capacity to acknowledge his mistakes, laugh at it and to invite Microsoft employees to look at the video and learn from it. That is a practical leadership lesson most leaders should not hesitate to adopt.
Hit Refresh includes descriptions of experimental retreats, “hacks” meant to fire passions, leadership principles and other tips. This book is a hit. But beyond that, it is a refreshing read.
The Big Three – Key Points
Key Point #1:
Culture and Leadership and it advice to have the mindset of growth.
Key Point #2:
Acknowledge the strength of your competitors and the need to find a smart way to partner with companies that have a strong market position with their service and device.
Key Point #3:
Be able to work successfully with old rivals. Being able to collaborate and compete with the giants in the marketplace means walking the tightrope.
One Last Thing
“Culture eats strategy for breakfast.”
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